Hrm Job Analysis Lecture 4

8/2/2019 Hrm Job Analysis Lecture 4

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What is a Job?

Work

Effort directed toward producing oraccomplishing results.

Job

A grouping of tasks, duties, andresponsibilities that constitutes the total workassignment for an employee.

Position

The different duties and responsibilitiesperformed by only one employee

Job Family

A group of individual jobs with similarcharacteristics

Job

Job Job Job


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Job Analysis

Job Analysis

A systematic way of gathering and analyzinginformation about the content, context, and the humanrequirements of jobs. Analysis may focus on tasksperformed or competencies needed for job

performance.

The process of obtaining information about jobs bydetermining what the duties, tasks, or activities of jobsare.

Information of interest includes:

Work activities and behaviors

Interactions with others

Performance standards

Financial and budgeting impact


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Job Analysis

Machines and equipment used

Working conditions

Supervision given and received

Knowledge, skills, and abilities needed

HR managers use the data to develop jobdescriptions and job specifications that are thebasis for employee performance appraisal and

development.


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The Nature of Job Analysis

Task-Based Job AnalysisTask A distinct, identifiable work activity composed of

motions

Duty

A larger work segment composed of severaltasks that are performed by an individual

Responsibilities Obligations to perform certain tasks and duties


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Competency-Based Job Analysis

Competencies

Individual capabilities that can be linked to enhancedperformance by individuals or teams. Includes both

technical and behavioral competencies. Reasons for using a competency approach:

To communicate valued behaviors within theorganization.

To raise competency levels throughout theorganization.

To emphasize peoples capabilities for enhancing the

competitive advantage of the organization.


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Job Analysis vs. Competencies

Traditional task based-analysis is a defensible basisfor such activities as compensation, selection andtraining that may be the subject of legal action byemployees if they feel they have been wronged in

some way. Currently there is little legal precedent regarding

competency analysis, which leaves it open to legalchallenge as not being documented as well as the

traditional approach. For this reason, task based job analysis is more

widely used.


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Job Requirements

Job Specification Statement of the needed knowledge,

skills, and abilities (KSAs) of the personwho is to perform the job

Job specifications used in selectionmust relate specifically to the duties ofthe job.

Job Description

Statement of the tasks, duties, andresponsibilities (TDRs) of ajobto beperformed


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Job Requirements

Job Requirements- HRM Functions

Recruitment

Selection

PerformanceAppraisal

Training andDevelopment

CompensationManagement

Determine recruitment qualifications

Provide job duties and job

specifications for selection process

Provide performance criteria forevaluating employees

Determine training needs and developinstructional programs

Provide basis for determiningemployees rate of pay


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The Process of Job Analysis


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Job

Analysis inPerspective


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Determining Job Requirements

What employee does

Why employee does it

How employee does it

Determining job requirements

Summary statement of the job

List of essential functions of thejob

Employee orientation

Employee instruction

Disciplinary action

Personal qualifications requiredin terms of skills, education andexperience

Recruitment

Selection

Development

Nature of:Job Analysis

Job Description

Job Specification

Basis for:


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Job Analysis and Essential Job Functions

Essential Functions Statements in the job description of job

duties and responsibilities that are criticalfor success on the job.

The purpose of essential functions is to

match and accommodate humancapabilities to job requirements.

A job function is essential if: The position exists to perform the function.

A limited number of employees are available

to perform the function. The function is specialized, requiringneeded expertise or abilities to complete thejob.


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Performing Job Analysis

1. Select jobs to study

2. Determine information to collect: tasks,responsibilities, and skill requirements

3. Identify sources of data: Employees,

supervisors/managers4. Methods of data collection: Interviews,

questionnaires, observation, diaries, andrecords

5. Evaluate and verify data collection: Otheremployees, Supervisors/managers

6. Write job analysis report


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Stages

in theJobAnalysis

Process


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Gathering Job Information Interviews

Questionnaires

Observation

Work Sampling / Diaries

ComputerizedJob Analysis

SpecializedJob Analysis

Methods PAQ

MPDQ


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Job Analysis Methods

Job AnalysisMethods

Questionnaires

Observation

Work SamplingDiary/Log

Interviewing

SpecializedJob Analysis

Methods

PAQMPDQ

ComputerizedJob Analysis


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Accuracy of Job Information

Factors influencing the accuracy of jobinformation Self-reporting exaggerations and omissions by

employees and managers

Collecting information from a representative

sample of employees Capturing all important job information

Length of job cycle exceeding observationperiod

Lack of access to job site for personalobservation

Lack of familiarity with the tasks, duties,and responsibilities of a job

Ongoing changes in the job


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The NOC and Job Analysis

National OccupationalClassification(NOC)

A systematic occupationalclassification structure based

on interrelationships of jobtasks and requirements.

Contains standardized andcomprehensive descriptions of

twenty-five thousand jobs.


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Approaches to Job Analysis

Functional JobAnalysis

Position Analysis

Questionnaire

Critical IncidentMethod

HRIS and JobAnalysis


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Functional Job Analysis (FJA)

Quantitative approach to job analysisthat utilizes a compiled inventory ofthe various functions or workactivities that can make up any job.

Assumes that each job involves threebroad worker functions: (1) data, (2)people, and (3) things.


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Position Analysis Questionnaire (PAQ) A copyrighted questionnaire that is used to

determine the degree to which different tasksare involved in performing a particular job.

Critical Incident Method Job analysis method by which job tasks are

identified that are critical to job success.

HRIS

Human resource information systems (HRIS)help automate the process of job analysis.


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A Sample Page from the PAQ


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Typical Areas Covered in a Job AnalysisQuestionnaire


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Preparing the Job Description

JobAnalyst

InterviewQuestionnaire

InterviewQuestionnaireObservation

Supervisor

Employees

Combine and

reconcile data

Tentative

draft

FinalDraft

Securingconsensus


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Key Elements of a Job Description

Job Title Indicates job duties and

organizational level

Job Identification

Distinguishes job from all otherjobs

Job Duties

Indicate responsibilities entailedand results to be accomplished

Job Specifications

Skills required to perform the job

and physical demands of the job


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Job Descriptions

Job Title Provides status to the

employee.

Indicates what the

duties of the job entails. Indicates the relative

level occupied by itsholder in the

organizational hierarchy.


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Job Descriptions (contd)

Job Identification Section Departmental location of the job

Person to whom the jobholder reports

Date the job description was last revised

Payroll or code number

Number of employees performing the job

Number of employees in the departmentwhere the job is located

NOC code number.

Statement of the Job


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Job Duties Section Statements of job duties that:

Are arranged in order of importancethat indicate the weight, or value, of

each duty; weight of a duty is gaugedby the percentage of time devoted to it.

Stress the responsibilities that dutiesentail and the results to beaccomplished.

Indicate the tools and equipment usedby the employee in performing the job.

Should comply with law by listing onlythe essential functions of the job to be

performed.


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Job Specifications Section Personal qualifications an individual must

possess in order to perform the duties andresponsibilities

The skills required to perform the job: Education or experience, specialized training,

personal traits or abilities, interpersonal skillsor specific behavioral attributes, and manualdexterities.

The physical demands of the job:

Walking, standing, reaching, lifting, talking,and the condition and hazards of the physicalwork environment.


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Problems with Job Descriptions

If poorly written, they provide littleguidance to the jobholder.

They are not always updated as job dutiesor specifications change.

They may violate the law by containingspecifications not related to job success.

They can limit the scope of activities of thejobholder, reducing organizational

flexibility.


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Writing Clear and Specific Job Descriptions

Create statements that: Are terse, direct, and simply worded;

eliminate unnecessary words orphrases.

Describe duties with a present-tense

verb, the implied subject being theemployee performing the job.

Use occasionally to describe duties

performed once in a while and may

for duties performed only by some

workers on the job. State the specific performance

requirements of a job based on validjob-related criteria.


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Job Description Guidelines

Be clear

Indicate scope of authority

Be specific

Be brief

Recheck


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Typical Division of HR

Responsibilities in Job Analysis


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Sample Job Duty Statements and Performance Standards


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Questions

Documents

Hrm Job Analysis Lecture 4